Kristen’s Cookie Company
Missing Charts
We have studied Kristen’s Cookie Company’s planned production process, and have drawn a number of conclusions based on our analysis. The understanding of our analysis will be facilitated by the following flow chart, which shows each step along the production process. The coloration denotes work performed by each member of the two-person workforce, and capacity and timing are specified below for each step:
From the above chart, we see that when the process is continuing at maximum efficiency, filling one order of a dozen cookies will take 26 minutes.
The oven will be a source of bottlenecking since its portion of the process lasts ten minutes while the preceding and ensuing steps require a total of eight minutes each. Below is a Gantt chart which clarifies this bottlenecking phenomenon. For simplicity, we have combined the removing and cooling step with the packaging step:
If we choose to consider the pure capacity of this production process (neglecting startup and finishing time), we see that, once the production is underway, each batch will add another ten minutes to production time. However, we see that from the moment the first batch goes into the oven (eight minutes after beginning operations), if we use the oven at maximum capacity without pause, and allow for the eight minutes required for cooling, packaging, and completing the transaction after taking the last batch out, we can produce x dozen cookies in y minutes where y=8+10(x)+8 . If we assume that operations run for four hours every evening, then we see that we can produce 22 dozen cookies every night, and that four minutes will remain without productivity. Realistically, at least four minutes will be needed...
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...ply. Each night, an additional two boxes of cookies could be baked, implying an additional 2×$5.35 in revenue, for an additional cost of 2×$.70. The resulting nightly additional profit would then be $9.30. A monthly rental should therefore not exceed 30×$9.30=$297, and the difference between the additional profit and the rental would contribute to the total profit of the operation.
The assumption that we have made about fixed and variable costs is key to the price setting process. To demonstrate this fact, suppose that we had overestimated our variable costs to be $1.00 per dozen. This would lead us to seek the maximum of the new equation P=(p-1)(60-6p), which would in turn lead us to the erroneous conclusion that the price should be set at $5.50 per dozen. Similarly, the underestimation of variable costs at $.40 would have led us to set a price of $5.20.
On Tuesday October 18, the members of Group 6 met to discuss the challenges facing Remycake Bakery and its employees. During this meeting, we discussed the problem solving and decision making modes we will implement to help Remycake Bakery, the communication tactics to utilize, and a final problem or topic statement for our next group activity. Our team evaluated the Remycake Bakery to assess the changes that have caused a rise in customer complaints over the last six months. The founders of Remycake Bakery believed the culture produced at RemyCake was what made their bakery unique, original, and what set it apart from competitors.
Keith adds value is by providing break bulk and re-packaging services. If this service was not provided, many customers would not be able to buy their products direct from the manufacturers due to the minimum order quantities required for delivery. Most restaurants also must order weekly due to limited storage space, and because most foods are perishable and have a short shelf life. Ben E. Keith has 492,000 square feet of warehouse and freezer space and turns inventory quickly, so they can assume the responsibility of having what the customer needs at short notice. This eliminates the customer having to order in large quantities and deal with the concern of food expiring before it can be
Excess time consume due to many hurdle in the manufacturing process, temperature is required to adjust during production of different products. If Barilla management will not solve the above problem then it can lose own delighted customers, this will also affect the future of the organization.
This case examines issues of asset control for Ben & Jerry’s Homemade, Inc., in light of the outstanding takeover offers by Chartwell Investments, Dreyer‘s Grand, Unilever, and Meadowbrook Lane Capital in January 2000.
The sales director proposed that if the firm were to reduce the price of Item 345 to FF15.00/m, they would be able to increase sales to 175,000 units (or 25% of industry volume). But if they were to keep the price at the current value of FF20.00/m, they would be able to sell not less than 75,000 units (or 11% of industry volume).
after being seated, and the time to get the order after it was placed. Several
Market research and information about the industry is very important to the organization because it will allow the organization to position itself well in terms of sourcing chocolate raw materials and in identifying the market for its products. For example, understanding that some chocolate product purchases are seasonal, e.g., at Christmas; around Mother’s Day; and, on Valentine’s Day, allows the organization to have more product on hand and to create displays, in store, that will increase purchases and attract more customers when existing customers tell their friends about the availability of high end products, at reasonable prices, in their store.
Political and legal considerations were given first priority in this analysis with primary emphasis given to whether a country's legal or political system prohibits or impedes foreign investment. If a country's political or legal system discouraged or prevented foreign investment, that country was disqualified from further consideration. Factors considered when assessing the political and legal environment:
This case describes how Heineken USA's in order to gain market share, it needed to achieve a better responsive to the market demand utilizing an internet-based system called HOPS (Heineken Operational Planning System) to allow the parent company to produce the beer closer to the time when they need to deliver it, so the customer receives a fresher product. The implantation of this new system enables Heineken USA to achieve 50% reduction in the lead-time from order to delivery and 10% increase in sales, part of the major success was the good use of IS, which can dramatically improve customer relationships and cut costs.
Success of the plan In Kraft’s Food Corporation the planning analyst and the other business departments work together in close communication. This aids in the development of a system that allows business activities to align with the corporate goals and targets. The company is also building its performance around successful people by assuring that the plan is tied with the system that involves the use of practically tested strategies. Shared decisions of all the departments including finance and production departments help adding value to the business by improving its competitive place in the market.
Step 4. This newly computed number can then be used for all calculations that require the number of completed product to used, for example in our above example with 6000
The importance of planning and designing procedures for a food and beverage establishment is essential for a successful establishment. Procedures are the cautions taken to ensure that the operation is running effectively and efficiently to meet demands of the customer, with an effective and efficient operation it may reduce the complication of keeping customer relationships intact with the business. Making good decisions about operational procedures is an important characteristics to ensure that all processes and steps are taken to a degree of high quality standards and are delivered so it meets the requirements of a customer or goals set by the organization. Business that have effective practices can produce products and services that meets a high quality standards that can be delivered as the establishment inputs an effective effort into procedures such as supplies, customer orders, and payment that enable the organization to grow. Doyle, Bell and Smith (2010) examine that procedures was needed for an effective operation, for example procedures can resolve problems like poor customer servicing can be resolved by putting 100% effort of service to all customer no matter if it large or small, so that all customer are treated equally also on other hands like issues such as inventory efficiency, can be arranged so that the establishment is aware of stock control procedures and structures so that there is enough stock for sales. An establishment with a solid control on procedures allows effective and efficient operations bu...
The delicious smell of chocolate chip cookies is known to everyone across the nation. Americans thrive on deserts and chocolate chip cookies happen to be one of the many favorites. As there are many different types of deserts, there are also many different brands of chocolate chip cookies. Most Americans have their own preferences about which chocolate chip cookie they consider the best. I made it my goal to go out an find the best chocolate chip cookie by surveying people and testing three popular brands of cookies for flavor, chewiness, and appearance.
In this paper, I will be talking about the cupcake industry and economic sector. What its current and future growth rate is along with its trends, competitors and finances. In addition, I will touch base on the data that was found for this research paper. I will elaborate on the where, what, why and when to further show my reasoning for using the data.
We know that it was going to be expensive to produce the product but we are confident that no matter the cost of production, our sales would greatly succeed the cost. The cost of producing a 5 oz. can was about 75 to 80 cents if they can produce 100,000 per month. If we were to produce 50,000 cans per month, that cost would rise by 5 to 10 cents per can. A 10 oz. can would cost about 25% more than a 5 oz. can would to produce. With those numbers, 100,000 5 oz. cans would cost us about $900,000-$960,000 per year to produce. 50,000 5 oz. cans would cost us $750,000. 100,000 10 oz. cans would cost us $1.125M-$1.2M a year...